Research On The Design Of Compensation System Of Real Estate Company

M company is a real estate group, Ltd, which is one of the Q Group’s subsidiaries in China. M company is mainly engaged in real estate development, construction and installation of professional projects. Because this company’s main business is dominated by projects, large scale, involving geographical space, the requirements to achieve flexible deployment of human capital are need. Currently, M company is basically followed the traditional salary management mode of State-owned enterprises. The issues like inadequate compensation system of human capital incentive, declining pay levels competitive, reducing employee salary satisfaction degree, are existing.This paper firstly aims to build the related theoretic research and literature, combined with the M company’s salary system performance, employee satisfaction, industry compensation competitive advantage, human capital motivation, salary system adjustment capacity, employee participation and transparency in terms of designing questionnaires and surveys to analyze the existing problems and related causes; And then, according to the human capital participation, multiple-system interaction dynamics of collaborative degrees and salary system, M company pay system would be optimized from structure and levels; Finally, based on the main content of optimization, concrete steps for implementation and evaluation is proposed.Studies have shown that:(1) the related problems of M salary system are largely due to insufficient combination between pay system and performance assessment, inconsequence structure and lack of long-term adjustment to the salary;(2) the optimization measures of the salary system are changing from post salary mode to post salary+performance salary structure mode, introducing long-term regulation of wages;(3) compensation system optimization and evaluation need to connect with the system promotion and external influences. Through a series of standardized processes and better feedback mechanisms to the salary system, optimized adjustment and implementation would be implemented effectively. Accounting impacts on the M company overall operation from external influence estimation would help to control the risk and reasonable warning to ensure that salary system optimization would be successful implemented.